Читать книгу Innovation in Sport. Innovation Trajectories and Process Optimization онлайн
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In short, change is more difficult the more advantages the situation presents, and the more doubts there are about the viability of a nascent market. Moreover, small companies (including iconic start-ups) or those from other sectors are usually the ones that trigger disruptions. Conversely, supporting (or incremental) innovation is part of an established dominant design. It improves it at the margin, renovates it without fundamentally altering it, and develops while remaining within the constraints of the pathway (Vergne and Durand 2010) that frames it, or even locks it in. One can nevertheless seek to make things smaller, lighter, cheaper, faster, less fragile, while remaining within the framework of the established dominant design and its main performance criteria. It is therefore quite rational for dominant companies in a market to opt for these supporting innovations (Christensen 1997).
As mentioned above, the evolution of practices initially constituted the main part of the research carried out on innovation in the field of sport. Subsequently, analyses focused on product innovations against the backdrop of accelerated technological change. Other types of innovations exist and have also been studied: organizational (Hillairet 2003), service (Paget et al. 2010), process (Desbordes 2001), practice (Rech et al. 2009), territory (Nordin and Svenson 2007), social (Tjønndal 2016, 2017; Coignet 2013) or event-related (Bessy 2013). What these studies have in common is that they focus on cases of proven success, which implies a tendency to produce “seamless narratives of success stories” (Gaglio 2011, p. 3). Little research analyzes failures or unfulfilled innovation trajectories. However, talking about innovation also necessarily means taking an interest in the latter, which in fact constitute the majority of situations and are rich in lessons learned. This is why, in this book, we will focus on both successes and failures, which we prefer to describe as unfinished innovation trajectories or processes.